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Low carbon manufacturing has become a strategic objective for many developed and developing economies. This study examines the role of co-opetition in achieving this objective. We investigate the pricing and emissions reduction policies for two rival manufacturers with different emission reduction efficiencies under the cap-and-trade policy.We assume that the product demand is price and emission sensitive. Based on non-cooperative and cooperative games, the optimal solutions for the two manufacturers are derived in the purely competitive and co-opetitive market environments respectively. Through the discussion and numerical analysis, we uncovered that in both pure competition and co-opetition models, the two manufacturers' optimal prices depend on the unit price of carbon emission trading. In addition, higher emission reduction efficiency leads to lower optimal unit carbon emissions and higher profit in both the pure competition and co-petition models.Interestingly, compared to pure competition, co-opetition will lead to more profit and less total carbon emissions. However, the improvement in economic and environmental performance is based on higher product prices and unit carbon emissions.

This study examines the role of power relationship and coordination in sustainable supply chain management. We investigate a two-echelon supply chain that consists of a manufacturer and a retailer whose customer demand is carbon emission sensitive. Using the game-theoretic approach, we compare the equilibrium solutions under three supply chain power structures to analyse the effect of power relationship on supply chain decisions and sustainability performance. A two-part tariff contract is designed to coordinate the supply chain. The findings provide important managerial insights that can help firms develop a better understanding of power relationship and coordination in achieving sustainability goals.

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We investigate a supply chain in which a retailer is supplied by two manufacturers with differentiated brands, a good brand and an average brand. The customers in the market are segmented based on value and brand preference, namely the customer acceptance of the average brand and the customer surplus for each brand. Both horizontal competition (between the two competing manufacturers) and vertical competition (between the manufacturers and the retailer) are considered through an exploration of different power structure combinations. Multiple-stage game models are developed to examine the impact of different power structures on the pricing decisions and the profits of the manufacturers and the retailer. We find that intensified competition between the two manufacturers hurts the manufacturers and benefits the retailer. No dominance among supply chain members (the two manufacturers and the retailer) leads to the highest profit for the entire supply chain. We also find that for the two competing manufacturers, being first to announce the pricing decision results in lower profitthe second to announce benefits from knowing the rival's price. This explains why rivals prefer not to reveal decisions on prices, bid rates, and contracts, as this information represents bargaining power. The impact of customer acceptance of the average brand is also analyzed.